1. Given the criticisms of adventure learning, why do you think it remains an attractive option to some? Would you want to participate in one of these training programs? Why or why not?
2. Imagine that you are an HR manager in a company where an executive wants to sign the sales team up for adventure learning. What steps could you take to increase the likelihood that the effort will benefit the organization?

Edy Greenblatt conducts adventure training in which participants experience how a team of four people must work together to put on a performance on the flying trapeze. Everyone learns firsthand how hard it is to listen while swinging high above the ground and wondering if they'll fall.
While Greenblatt has seen her clients learn a lot about teamwork under pressure, she also has seen and heard about the limits of adventure training. She recalls that one team of trainees told her about an earlier outing with a boss whose leadership they doubted. The training exercise only reinforced their doubts.
The boss became terrified and started crying, and the team concluded, "He's the loser we thought he was." Trainer Linda Henman doesn't even bother recommending adventure learning anymore. She says when groups would spend the morning learning teamwork skills with her, then move to a park for an afternoon of practicing teamwork through wilderness navigation, they would return complaining that the time outside had been wasted. They preferred a focus on work-related issues.